Page 8 - ADMINISTRATIVE MANUAL

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i) Regular dialogues with, and/or surveys of the students to identify and address their
concerns.

3. Enhance policies for professional advancement of faculty and non-teaching
employees as well as operationalize the Incentive and Reward System and the
University Grievance Machinery.

a) Staff Development Fund from 101 Fund and the pooled potential COE/COD fund;
b) Strict implementation of the Staff Development Policies, particularly, the
verticalization of higher degrees and the school/university where to enroll;
c) Echo-seminar to be conducted by faculty and employees sent to trainings and
seminars;
d) Developing a comprehensive Incentive and Reward System for faculty and
employees to boost their morale and start working efficiently even at their own levels;
e) Improved implementation of the Incentive and Reward System and the University
Grievance Machinery.

4. Impact evaluation of the University Extension Program for better direction in
technology transfer and capacity building of target clientele

a) Conduct evaluation of existing extension programs/projects to see if they are
addressing the development needs of the clientele; and create a greater impact on
the local communities;
b) Extension programs/projects to be location and felt need specific;
c) Extension programs/projects to focus on technology transfer of mature technologies
generated by research;
d) Collaborative extension programs/projects across all disciplines, institutions and
countries through networking; and
e) Holding a strategic planning to formulate the extension agenda and set its direction
including capability of building and professionalization of extension staff.

5. Provide clear cut research direction and utilization of research outputs or mature
technologies generated by research.

a) A clear-cut R and E agenda and setting its priority direction;
b) Inventory of the research outputs/mature technologies that are already adopted to
avoid wasteful replication and/or duplication;
c) Researches to be need/location/industry based;
d) Creating a breakthrough in the research of a specific commodity so that such
commodity will be easily identified with ISU (e.g. VISCA/LSU is identified with root
crops);
e) Apply a research business attitude where commercial value of RDE could be set,
initially with a University Business Incubator to SMIs like putting up an investment
consulting company and the revival of the RED process for each venture;
f) Transform ISU into a research-intensive University to include university-wide
research audit, creation of one-stop RDE management and improved database
system; and more precise processing of outputs into technology, information for
science and information for policy;
g) Establishment of different research-oriented institutes or centers focused on a
specific research/service agenda like EIC and SWPTL in ISU Cabagan and Isabela
Dairy Buffalo and Artificial insemination Center in Echague;
h) Capability building and professionalization of researchers so that misfits are
realigned, if not removed;
i) Review the existence of SCHER as a separate research department; and
j) Smaller campuses to have R and D programs/projects.